اجرای برنامه ریزی منابع سازمانی (ERP) در چین
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1134||2006||13 صفحه PDF||سفارش دهید||1 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Technovation, Volume 26, Issue 12, December 2006, Pages 1324–1336
ERP implementation is a ‘Triple Play’ that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount of fund and involving a major business process reengineering exercise. In this paper, an attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the basis of analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the nature of enterprise's ownership and size. Suggested solutions to overcome these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.
Today no one would dispute that information technology (IT) has become the most important cornerstone of an enterprise's ability to successfully compete in the global marketplace. As IT power and presence have expanded, companies have started viewing it as a competitive advantage rather than costs, even more critical to their success. ERP software package, as one of the most important IT systems, is now gaining the universal attention from most enterprises worldwide. Market researcher International Data Corp (IDC) predicted a compound annual growth of 11% for the worldwide ERP market from 2001 to 2006, reaching US$39.6 billion at the end of the forecast period. In a report dated 4 June 2000, First Union Securities stated that SAP installed 44,500 R/3 packages worldwide. There are several failed ERP cases, and companies lost not only the capital invested in ERP packages and millions paid to outside consultants but also a major portion of their business. Recently, Unisource Worldwide Inc., a $7 billion distributor of paper products, wrote off $168 million in costs related to an abandoned nationwide implementation of SAP software (Stein, 1998). FoxMeyer Drug, a former $5 billion drug distributor, went bankrupt in 1996 and has filed a $500 million lawsuit against SAP. FoxMeyer charged the ERP giant that its package was a “significant factor” that led the firm into financial ruin (Tiazkun, 1998). Dell Computer has recently abandoned a much-publicized SAP implementation following months of delay and cost overruns. Dow Chemical, after spending half a billion dollars over 7 years of implementing SAP R/2, the mainframe version, now has decided to start all over again on the new client/server version (R/3) (Bingi et al., 1999). Bingi et al. (1999) suggest that implementing an ERP system is a careful exercise in strategic thinking, precision planning, and negotiations with departments and divisions. It is important for companies to be aware of certain critical issues before implementing any ERP package. Careful consideration of these critical success factors (CSFs) will ensure a smooth rollout and realization of full benefits of the ERP solution.
نتیجه گیری انگلیسی
Realizing the importance of emerging economies such as Brazil, China, and India, and their organizational competitiveness through the implementation of ERP systems, an empirical study has been reported in this paper to highlight the implementation issues of ERP in China. The results of the study are hoped to be helpful to companies in both developed and developing economies with reference to developing and implementing ERP systems in their organizations. This empirical research is based on the data collected from Chinese companies by using a standard questionnaire. Through the statistics and analysis of questionnaires and interviews from Chinese respondents, some findings have been explored by the authors. Difficulties in ERP implementation in order of importance: Support of top management, Costly and time-consuming, Cultural differences, Technical complexity, Lack of professional personnel, and Inner resistance. Inner resistance is less serious than other five difficulties in Chinese context. Some difficulties are affected by enterprise's ownership and size: Suggested solutions to overcome these difficulties, ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider.